strategic plan – department of posts - india post linkage between strategic plan and rfd annex. ii...

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Strategic Plan – Department of Posts

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Table of Contents

Section Content Page Number

Preamble 3

1 India Post’s Vision, Mission, Objectives and Functions 5

1A Vision

1B Mission

1C Objectives

1D Functions

2. Assessment of the Situation 7

2A Potential forces impacting on India Post.

2B Stakeholders and their potential roles

2C What are our strengths and Weaknesses

2D Strengths and Weakness

3 Outline of Strategy 11

3A How will we engage our stakeholders

3B How will we build our knowledge and capabilities

3C Priorities

4 Implementation Schedule Annex. I

5 Linkage between Strategic Plan and RFD Annex. II

6 Cross departmental and cross functional issues 15

6A Linkage with potential challenges likely to be addressed in the 12th Plan

6B Identification and management of cross departmental issues including resource allocation and capacity building

6C Cross functional linkages within departments / offices

6D Organisational review and role of agencies and wider public service

7 Monitoring and Reviewing arrangements 17

8 Strategic Planning process Annex.III

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Preamble

• The Department of Posts - India Post has touched the lives of every citizen for more than 150 years, be it through mails, banking, insurance money transfer or retail services. Ever since its existence it has enjoyed the trust and support of its customers and stakeholders.

• With the spread of telephony, internet and modernised banking services, citizens are used to new level of speed, transparency and quality. This has also been the experience of other postal administrations in the world. In India, customers of the postal service expect Department of Posts to provide a service level similar to industry standards maintained by banks, insurance, express industry, etc.

• External consultations with stakeholders as a part of this Strategic Plan exercise has brought out the expectations of the customers from the Department of Posts to expand the range of its existing services with the use of IT. Some of the responses are cited below:

• During external consultations, customers expressed expectation of higher quality of services in the post offices.

• Improved quality of services

“ courteous and helpful staff” “neat, clean, spacious ...post office”, High and

standardized quality of service”, “Dynamic Queue management” , “ Total

computerisation of postal operations”

• Customers today have a number of alternatives to most of the products and service offered through the postal services. A number of e substitutes are also available. Focus on meeting the needs and expectations of the customers will be the key for the future success of the Department.

Post Forums in Project Arrow Post Offices

India Post website

“CBS to be introduced”, “on-line collection of premium to be started”, “e-Commerce tie ups” “tie up with employment exchange job portals etc to make information on employment opportunities available through Post Office”

“PLI premium and RD Deposit to be made online through net banking, debit card or ECS” “ online shopping sites for home delivery products” “ track and trace for all articles” “should issue a Digital Postal ID”.

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• India post provides last mile delivery to important government schemes such as Mahatma Gandhi National Rural Employment Guarantee Scheme, UIDAI related services, old age pensions, scholarships to weaker sections. These programs directly impact the common citizen of the country. Improvement of quality of services and greater transparency through IT services will contribute to inclusive growth.

• As in the case of India, postal administrations the world over are also obliged to provide countrywide services and enjoy trust and loyalty of the customers. Many of the advanced postal administrations such as Duetche Posts, Poste Italiane, SwissPost, etc have inducted IT to modernise their network and thereby improve the quality of services of their core businesses as the first step. These administrations are now successfully innovating and diversifying their products and services and are further leveraging the trust of the customers by entering into new areas such as telephony, financial services, etc.

• The Universal Postal Union (a specialised agency of the United Nations) has 191 member countries including India. In the last UPU Congress in 2008 the following vision for 2008-2014 was adopted : “The Postal Sector – an essential component of the global economy.” It also stressed on three dimensional networks for postal services in the modern context – i.e., Physical, Electronic and Financial.

• This strategy document attempts to spell out how India Post will meet the needs and the expectations of the customers so that it can retain their trust and support, as well as regain lost ground due to poor quality of services.

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Section 1: India Post’s Vision, Mission, Objectives and Functions

Section 1A: Vision

India Post’s products and services will be the customer’s first choice.

Section 1B: Mission

● To sustain its position as the largest postal network in the world touching the lives of every citizen in the country.

● To provide mail parcel, money transfer, banking, insurance and retail services

with speed and reliability. ● To provide services to the customers on value-for-money basis. ● To ensure that the employees are proud to be its main strength and serve its

customers with a human touch. ● To continue to deliver social security services and to enable last mile connectivity

as a Government of India platform.

Section 1 C: Objectives

Modernise and consolidate the network

Provide best in class customer service

Develop financial Services

Grow in existing businesses

Develop professional workforce.

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1

3

4

5

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1D : Functions

Functions as defined for Department of Posts in Allocation of Business Rules

1 Provision of Mail and Parcel services including premium postal products, printing of

public postage stamps/commemorative stamps and all types of postal stationery.

2 Discharge of any other agency function on behalf of the Government as well as provision of fee based third party services.

3 Matters relating to introduction, development and maintenance of all services by

the Post Office.

4 Promotion of feasibility survey, research and development in the field of activities allotted to the Department.

5 Execution of works, including purchase of land debit able to the Capital Budget

pertaining to the Department of Posts.

6 Planning, operation and maintenance of the postal and mail services network and infrastructure in the country.

7 Administration of the Postal and Rural Postal Life Insurance services.

8 Administration of the Post Office Savings Banks and Post Office Certificate Services. 9 International cooperation in matters connected with postal

communications, including matters relating to all international bodies dealing with postal communications such as Universal Postal Union, Asia Pacific Postal Union (APU), Commonwealth Postal Union.

10 Matters relating to administration of the Indian Post Office Act, 1898 and rules made there under as well as other laws or enactments having a bearing on postal activities, not specifically allotted to any other Department

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Section 2: Assessment of the Situation

2A. Potential Forces Impacting on India Post

2.1 Need for change is driven by the following external forces : 2.1.1 Globalization impacts in India Post in two different ways:

• A high rate of economic growth opens up opportunities for expansion and

participation in the new economic activity. With growth of business transactions into and from India, the role of multinational firms as competitors to India Post poses a major challenge.

• It also opens up India Post’s formerly protected internal market to competition from multi-national providers with international brand images, deep pockets and experience in modern and technologically driven methods of doing business.

2.1.2 Entry of the private sector – with the entry of private sector in the traditional

monopoly business of India Post a level playing field needs to be established by legislative action. While the multi-national providers are providing high priced and speedy service in mail delivery, the low priced services offered by domestic couriers are under cutting India post’s business. In this context legislative process will have to carefully ensure that its interests are not adversely affected while ensuring a fair set of rules and regulations for all providers.

2.1.3 Growth of telephony - The growth and popularity of telephone – especially

mobile telephone – services has affected the traditional letter mail business. On the other hand it has opened up opportunities for hybrid services and also provides infrastructure for modernising postal products services.

2.1.4 Focus on Inclusive growth. The financial inclusion policy of the Government is pushing banks to devise new and cost effective ways of penetrating the hitherto excluded and rural population. Unless India Post moves fast to occupy this space and offer its platform to the banking system at large, it may lose the opportunity of being the best agency for providing the platform.

2.1.5 Higher level of delivery standards - The economy is now almost entirely

commercialized and the need for cash, bank and insurance transactions is clearly manifest. The mobility of the Indian population both within and without the country has led to new and exacting demands on communication and financial services. The speed with which communications and other transactions need to be executed with high degree of reliability is now measured in real time. The requirement for such services and products with improved features of accessibility, transparency, reliability and speed are clearly apparent in the market place. In this context, India Post has to enhance the quality – in speed and reliability - and offer the best value for its products and services.

2.1.6 Developments in other Postal Administrations - A number of postal

administrations have successfully modernized themselves. There is a risk of losing

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customers of the advanced countries to other service providers in the country, if expected levels of service are not maintained by India post.

2B Stakeholders and their potential roles 2.2 India Post’s primary stakeholders are its customers, employees and the

Government of India.

2.2.1 Customers can exercise their choice as there are alternatives. Therefore retention of the existing customers is crucial as also attracting new customers.

2.2.2 The employees are India Posts main strength. The employees have supported IT

induction and the new initiatives. However, they could be a threat if change is not effectively managed.

2.2.3 Government of India as owner has been continuously supporting India Post. It

has also supported India Post in its plans to modernise, expand and enrich its product and services mix. It needs to give both legislative and financial support as well as approvals for undertaking financial services such as setting up of Post Bank and a full fledged insurance business. Government of India could also leverage India Post network to extend its services to its target population for delivery of various social security schemes. It could on the other hand opt to use or support other organizations.

2C What are our strengths and weakness?

2.3.1 Strengths

● It is the only network of post offices spread throughout the country which has the responsibility to provide communication, banking and insurance services and products to every resident.

● It has an extraordinary goodwill among the people who have no problem in gaining easy access to its network.

● It is one of the oldest institutions of the Government of India which is well known to the customers and has well established and time tested procedures.

● In the rural areas where 85% of the post offices are located the workforce is mainly local and is therefore known to the community served by the Post Office.

● It has a large and skilled manpower.

● Many of the products and services have features which are suitable for the average citizen, daily delivery on doorstep, delivery in cash at doorstep for money orders, small transactions in Post Office Savings Bank.

● Its operations are funded by the Public Exchequer.

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2.3.2 Weaknesses

● There are legacy issues in converting a 150 year old government department to deliver quality of services and products in competition with the private sector.

● There are varying levels of infrastructure. The infrastructure is inadequate in newly developed urban pockets and in rural areas.

● Customers are unable to get full benefits of IT induction such as track and trace etc, due to limited use of technology.

● Customers have a perception of poor service.

● A number of players and substitutes operate in the market where once only India Post operated. There is no mechanism for gathering market intelligence to enable response to the changed situation.

● Partial modernisation and automation lead to lack of standardisation. Slow processing and poor reliability of services is due to lack of mechanization, interconnectivity and computerization.

● Workforce - Due to ban on recruitment in the last five years direct recruitments has been limited. Therefore workforce is ageing. The attendant problem is disparate levels of skill in using IT.

● There is a lack of performance based culture along with poor monitoring systems and ineffectual internal marketing.

● Lack of scientific costing has resulted in lack of awareness of cost of products and services.

2.3.3 Opportunities

● Given its already extensive network, it is also possible and necessary for India Post to incrementally expand its network and reach by exploring the franchisee and outsourcing models in a cost effective manner. This will enhance the overall viability and efficiency of India Post and enable the inclusion of many residents currently not being served or ill served - mainly in rural areas

● Focus on inclusive growth by the Government provides an opportunity to leverage the network for last mile delivery. Already payments are being made for MNREGS, old age and a number of other pensions. Data for Cost Price Index for rural areas is collected through the Branch Post Offices and recently the same has been brought out for the first time.

● Sustained growth in the economy means more business which provides opportunity for a variety of products such as Direct Mail, e-Commerce, B to C mails, parcels and logistic services etc.

● There is untapped potential in terms of money transfer for migrant population, small businesses which cater to all India market, mail services for recruitment by

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organisations and transactional B to C mails. An average Indian receives 10 mail items per annum as compared to 200 mail items in Germany and 600 in US. Similarly 80% of rural market is not covered by insurance and 40% rural population has no access to institutional credit.

● India Post is presently implementing its three flagship projects - India Post 2012 for networking and IT induction in all post offices, Project Arrow for improving the look and feel of post offices and Mail Network Optimisation Project for optimising the network from collection to delivery and standardising the processes. These three projects will give platform for modernising, expanding the range of products and services and enhancing the quality of services.

2.9 Threats

• The main threat is of an underestimation of the value and potential of the extensive network of India Post and the extraordinary opportunities it presents for providing a platform for last mile delivery.

• The entry and expansion of private sector and other public sector operators in

communications, mail, banking and insurance sectors present another threat to India Post.

• An (internal) threat could be that India Post and its employees may be unwilling

or unable to meet the challenges it faces and to seize the opportunities presented to them.

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3.4 The initiatives for the first and second phase as per our strengths and weakness are given in the following table:

Pursue policy initiatives that fit our strengths Leverage our strengths

● IT induction will make access easy and simplify use of postal service to customers.

● Improve and expand services in rural areas through rural ICT.

● Expand financial services to meet the needs of customers for no frills and simple banking and insurance facilities.

● Create synergy between various financial services to make it easier for customers who use banking, insurance and money transfer services.

● Opportunity for the staff to acquire new skills to operate in a modernised network. Lead to motivation and self esteem.

● Introduce modernised mail and money transfer products which so as to meet customer expectations.

● Provide payment gateways, multiple channels for customer service and 24x7 services.

● Increase market share in parcels, logistics, and e-commerce by leveraging IT induction.

● Upscale capacity to provide a wide range of last mile services for inclusive growth.

● Synergise virtual post office and suitable franchisee model to cover underserved areas.

● Create opportunities for the staff to

contribute in the improvement process in the organisation.

● Convert Post Offices to become places of choice for customers to do business. Improved ambience and quality of service.

● Post Bank of India for promoting financial inclusion

Defensive plan to prevent susceptibility to threats

Overcome weakness

● Strengthening the internal and external

communication as a part of image building.

● Multiple channels for customers to service their needs – call centres, portal, etc.

● Post Bank of India to counter threats from initiatives of banks for promoting financial inclusion

● Reduction of manual and repetitive work.

● Modernise internal processing and standardise operations.

● Visibility of data to customers and real time settlement of enquiries through IT induction.

● Acquire knowledge and business intelligence to improve understanding of the market.

● Standardise process, consolidation of network and overcome legacy issues.

● Use of IT for modern monitoring systems and KPIs of projects for ushering performance based culture.

● Scientific costing for true assessment of costs.

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3 B: How will we engage our stakeholders?

• The three flagship projects are already under implementation. Due process of engagement has been followed while implementing the projects.

• The second phase involves market studies, customer surveys, consultation with government as a part of the approval process for new schemes. Consultations with staff will be taken up prior to introduction of new initiatives.

3 C: How will we build our knowledge and capabilities?

• Consultants have been associated in developing the three flagship Projects. In India Post 2012 and Mail Networking Optimisation consultants are hand holding in the implementation stage also. This is also brining in new learning and exposure to best practices and project management.

• It is proposed to use external resources for customer satisfaction survey and market research. This will be done for three years.

• International exposure to officers and supervisors on how postal administrations have modernised themselves successfully as a part of development programs and other foreign training.

• It is expected some specialised cadres will need to be inducted by suitable modes for management of specific areas such as CBS, IT maintenance.

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3. D What are our priorities?

Number Strategic Initiative Priority

Strategic Initiative 1

Enterprise wide IT induction and modernisation of mail processes through India Post 2012.

50


Enhance quality of services and improve access.

15


Modernise and expand financial services

10


Modernisation of Postal products and services

10


Enhance professionalism and specialisation

15

Total 100

Section 4: Implementation Plan Please see attached document. Section 5: Linkage between Strategic Plan and RFD Please see attached document.

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Section 6: Cross departmental and cross functional issues 6A Linkage with potential challenges likely to be addressed in the 12th Plan

6.1 India Post will fit into the overall policy and programs of the Government of India and meet the Challenges likely to be addressed in the 12th Plan viz.;

● Enhancing capacity for growth

○ India Post will contribute to this objective by mobilising savings through its savings bank and Post Bank services.

○ By enterprise wide connectivity India Post will be contributing to the networking process currently underway in the country. It will be a significant All-India network which both individuals, corporate. and governments can use to ensure speedy and reliable services

○ India Post will undertake an expansion of its network in the rural areas by

opening post offices and franchised outlets in underserved areas.

● Assist in empowering and informing all citizens ○ By making available a system of communication at affordable costs India

Post will be assisting in the dissemination of information. It will also put within reach of customers opportunities in distant locations without they having to go there.

● Bringing technology to improve speed of service delivery and ensure reliability of operations

○ The entire strategy of India Post is to bring technology of the best kind to the rural network to be able to deliver services at the quickest pace both on its own behalf as well as that of its clients – especially Government.

● Managing urbanization by providing a secure an effective link for migrant workers to transmit information and funds to their families.

○ Migrant workers find it difficult to establish and retain a reliable communication link with their distant home and also to transfer money and goods to their families there. India Post will make a special effort to offer services to such workers

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6. B Identification and management of cross departmental issues including resource allocation and capacity building Consultation will be required with:

• Central Government Ministries who have schemes for financial inclusion such as Ministry of Rural Development and State Governments

• Ministry of Finance

• Ministry of Statistics and Program Implementation

• Unique Identification Authority of India

• PFRDA

• RBI

These consultations are required to be taken up at various stages of the Projects. Resource allocation cannot be anticipated at this stage.

6 C Cross functional linkages within departments / offices

Department of Posts is a single entity with functional divisions. Therefore a whole of organisation approach will be adopted.

6 D Organisational review and role of agencies and wider public service

• The interface of customers and citizens with the Department is through the post offices. These units display the delivery standards in public place. Further Post Forums are active in Project Arrow post offices where representatives can discuss the improvement initiatives in the Post Offices.

• India post is an operational department and customers can lodge their complaints in the event of failure of service, at any post office or on the Departmental website. Well established customer grievance redressal mechanism is in place.

• The strategic initiatives being adopted are in consonance with the

Administrative Reforms Commission recommendations for rationalisation. • India Post needs to plan for the long term, based on a well thought out

strategy and to institutionalize this as an on-going process, based on close monitoring, market surveillance, customer feedback, evaluation and, where necessary, course correction as the strategy is implemented.

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Section 7: Monitoring and Reviewing arrangements

• Project Management Unit for each Project.

• Regular monitoring mechanism is in place where every fortnight Secretary reviews the performance of the Circles through Video Conferencing on Project Arrow, financial review and performance of RFD targets. Monitoring tool – Data Extraction Tool creates a dashboard for monitoring performance of project arrow post offices.

• Customer Satisfaction Survey and Market Research each year will give an indication of the performance of the business.

• Regular monitoring will be done by each Division on various operations.

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Annexure I

Implementation Plan for Strategic Plan 2010-15 Strategic Initiative

Activities Stakeholder engagements

Performance

indicator

Measurement Index

Milestones to be achieved

Manner of collection of Achievement

data

Define the monitoring mechanism

Co‐ordination required with

Mar‐11 Mar‐12 Mar‐13 Mar‐14 Mar‐15

1. 1 Enterprise‐wide IT induction

1 Supply of Hardware to departmental offices. Computerise the remaining Departmental Offices.

Business Owners of the respective solutions, PMU personnel, committee members of Solution Deployment, Technology Division

100% computerisation of the Departmental Offices

Number 11411 Departmental post offices

Remaining post offices and 916 Mail offices, TMOs, HROs and SROs

Maintenace & monitoring



Reports from circles

1. Steering Committee Meetings 2. Working Committee Meetings 3. PMU Coordination & Monitoring Meetings 4. Committee meeting (Business/ Functional)

DGS&D, Mail hardware vendor/ PMU, Technology Division

2 Rural ICT solutions ‐ i. IT induction in rural post offices through development of solutions for all activities of branch post offices including introduction of new services, value additions , ii. Hard ware supply , iii. Training on new systems. iv. Network connectivity.

Business Owners of the respective solutions, PMU personnel, committee members of Solution Deployment, RB Division, CEPT Mysore

Project SLAs

Stage of implementation

Development, Testing and Pilot run in locations identified

Rural ICT solution rollout in all locations

Maintenance & Monitoring


Collection of data from Circle, Region and Divisional PMU using PMU Tool which will be used for gathering data


Rural System Integrator/ PMU/ DoP Functional Team/ DoP Circle Team/ IT Consultant/Other SI's, CM, RB Division and CEPT Mysore

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Strategic Initiative


Performance

indicator

Measurement Index



data




3 Integrated scalable software‐ i. Develop and implement Software for Mail solutions, ii. Develop and implement solutions for HR Administration, Servicing, Payroll, Finance & Accounts, Inventory Management) iii. Core systems integration ‐ Mails, Rural ICT, Postal Banking and Postal Life Insurance. iv. Setting up Call Centre v. Creation of a web portal

Business Owners of the respective solutions, PMU personnel, committee members of Solution Deployment, CEPT Mysore

Project SLAs


Design, Development and Testing of proposed solution

Pilot and Rollout of Software Solutions across all locations





Core System Integrator/ PMU/ DoP Functional Team/ DoP Circle Team/ IT Consultant/Other SI's, CM, CEPT Mysore

4 IT solutions for Postal Banking and Postal Life Insurance ‐ i. Postal Banking Solutions for all banking facilities and introduction of Core Banking Solutions, ii. Solutions for Postal Life Insurance for e‐enablement


Project SLAs


Development, Testing and Rollout of CBS & PLI Solutions at pilot locations

Rollout of CBS & PLI Solutions across all locations





Financial Services System Integrator/ PMU/ DoP Functional Team (FS/ PLI)/ DoP Circle Team/ IT Consultant/Other SI's, CM and CEPT Mysore

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Performance

indicator

Measurement Index



data




5 Setting up of Data Centre and Disaster Recovery Centre for the enterprise wide IT induction.

Business Owners of the respective solutions, PMU personnel, committee members of Solution Deployment, Technology Division

Project SLAs


Primary Data Center to be setup

Disaster Recovery Center to be setup




Same as Above

DC Service Provider/ PMU/ IT Consultant/ Other SI's, CEPT Mysore

6 Network Integration for connecting all offices .


Project SLAs


Rollout of network at Pilot post offices/ Locations

Rollout ofNetwork at all remaining locations




Same as Above

Network Integrator/ PMU, Technology Division

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Performance

indicator

Measurement Index



data




1.2 Modernisation of Mail processing

1 Mail Network optimisation Project ‐ i. Optimise mail network, ii. Define optimised processes, iii. Implement the new processes and measure as per KPIs, quality measurement through test letters Iv. Supply of mail handling tools and equipments, v. improve Look and Feel of Mail Offices

DOP Develop and implement comprehensive set of KPIs

monitoring KPIs

Optimise processes for Speed Post and develop KPIs for performance measurement for top 20 cities

Optimise processes for 1st class and second class mail in top 20 cities and develop KPIs for performance measurement, extend roll out of optimized processes in speed post for rest of 69 hubs, supply of tools and equipments, Quality measurement rhough electronic test letters

Roll out optimised processes for First and 2nd class mail and supply of equipments in rest of the country

Maintenance & monitoring


Operational data extraction through software tools

Review of performance against KPIs

Air Lines and Railways to improve mail transport

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Performance

indicator

Measurement Index



data




2 Automation of Mail Sorting, Processing ‐ i. Setting up of automated Mail Processing Centre in metros.

DOP, Airport Authority of India/ Airport developers

No. of sites installed

Number Site preparation and procurement process for Delhi and Kolkata

Commissioning of AMPCs at Delhi & Kolkata, Finalisation of RFP for AMPCs at Mumbai, Chennai, Hyderabad & Bangalore

Completion of procurement process of AMPCs at 4 locations

Commissioning of AMPCs at Mumbai, Chennai, Hyderabad, Bangalore


implementation reports

by Project management cell through system generated MIS reports

Internally‐ Estates Division, Civil & Electrical wings. Externally‐ AAI/Airport Developers

3 Mechanisation of Business Mail delivery and collection at Mail Hubs/Post Offices

DOP

Number nil Assessment of requirement and preparation of proposal

Procurement and supply of 50 vehicles



Reports from the Post Offices/ circles of actual supply

Centrally by MB division

Internally‐ IFW; Externally‐ Min. of Finance, DGS&D

4 Modernising monitoring of Mail Motor Vehicles through GPS.

DOP

Number Nil Set up GPS system on 100 Vehicles

Set up GPS system on 850 Vehicles



Number of Vehicles under monitoring on the system

Monitoring by Mail Motor Divisions in the Circles

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Performance

indicator

Measurement Index



data




5 Develop Address database of citizens ‐ standardise addressing and create a database improve delivery of services.

DOP, NIC, UIDAI

Number of PIN code areas for which address data is collected/PIN code maps digitised

Number All PIN code areas in Delhi and Kolkata

Digitisation of PIN maps of 200 district HQs &Collection of address data of all PIN code areas in Mumbai, Chennai, Bangalore & Hyderabad

Digitisation of PIN maps of 200 District HQs &Collection of address data in PIN code areas of next top 25 cities

Digitisation of PIN maps of remaining 180 District HQs & Rural areas of all the CirclesCollection of address data in PIN code areas of next top 75 cities

Complete collection of address data for remaining cities

Information from Database software

Through Project management cell at the Directorate level and in the Circles

Internally‐BD Directorate Externally‐ NIC, UIDAI

6 Develop integrated mail and parcel processing facilities‐ construction of building

DOP, Airport Authority of India/Airport developers

No. of sites developed

Number nil Proposal for site preparation/construction at Mumbai

Approval of proposal for site preparation/construction at Mumbai

Completion of site preparation/construction at Mumbai

Follow‐up implementation reports

by Project management cell at Directorate level

Internally‐ Estates Division, Civil & Electrical wings. Externally‐ AAI/Airport Developers

7 International Mail Network Management

International airlines, IM div

On‐line generation of bills

Date 31.3.2012 on going on going on going Reports from the system

Internally at Dte

International airlines

2.1 Enhance Quality of services

1 Expansion of Project Arrow to more post office‐ Improve post office look and feel and Core Areas

Customers, CPMsG, staff

Coverage of post offices

Number 530 Internal Review of 100 Head Post offices

1000 1000 Maintenace of 500 post offices

1000 Maintenace of 500 post offices

Through Data Extraction tool & External audit

Program office at Directorate

NIC, agency engaged for external audit

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Performance

indicator

Measurement Index



data




2 Improve Quality of services‐ obtain Sevottam certification under IS 15700:2005

DARPG, BIS, Post offices

Obtain Sevottam Certification under IS 15700:2005

Number of Post offices certified

20 20 20 20 Surveillance audit

Internal monitoring, annual audit by BIS auditors

BIS, DARPG, post office

3 Adoption of UPU Quality Applications Systems for International mail operations

Customers of international mail

Number of offices of exchange where systems installed

Number 4 Reports from the system

Internally at Dte

Offices of Exchange, UPU

4 Setting up of call centres for international postal services

Customers of domestic and international mail

Setting up of call center

Date 31.3.2013 Reports from the system

Internally at Dte

UPU

2.2 Improve access to services

1 Adoption of Modified Franchisee model

People and households in under served areas, and prospective franchisees

Number of Franchise outlets opened

Number 110 100 100 100 100 Reports from circles

Rigourous monitoring through periodic reports

Circles

2 Opening of post offices in underserved areas

people and households in under served areas

Number of post offices opened

Number 85 BOs and 70 SOs

70 BOs and 50 SOs

70 BOs and 50 SOs

70 BOs and 50 SOs

70 BOs and 50 SOs




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Performance

indicator

Measurement Index



data




3. Modernise and expand Financial Services

1 Setting up of Postbank‐expand postal facilities.

Parliament, MoF, RBI, NABARD, Customers,

Completion of each sub‐activity in each year

completion of each sub‐activity in each year

setting up of core teams & initiating DPR & necessary clearances Initiating of Act for PBI once approvals are in place.

setting up of Post Bank Pilot

survey to explore the business opportunity with different entities;phase‐wise expansion to all HOs

further expansion

Business intereligent Unit (BIU)* under monitoring vertical

monitoring vertical

RBI,MOF, C&AG. Ministry of Law,CGA & internally with IFW,PO Divison, customers, NABARD, Rajya Sabha, Lok Sabha, PMO, Planning Commission

2 Increased coverage of insurance of rural population

DoP, MoF and other Govt Dept

Increase in coverage

Number of policies in millions

4.5 2 2 2 2 Reports from circles


Nil

3 Expansion of Coverage of Postal Life Insurance through engagement of agents

DoP, agents Number appointed

Number 3000 3000 3000 3000 3000 Reports from circles


Nil

4 Creation of a separate business unit for remittance services

DoP,RBI,MoF,customers & entities with which DoP will be collaborating private sector remittance entities

Completion of each sub‐activity

completion of each sub‐activity in each year

Review of performance

conducting customer survey w.r.t to each product

setting up of a business unit to to explore syngergy & customization

training to staff

expansion of products and customer base

Business intereligent Unit (BIU) under monitoring vertical

monitoring vertical

RBI,MOF, C&AG. Ministry of Law,CGA & internally with IFW,PO Divison

26



Performance

indicator

Measurement Index



data




5 Implement accrual Accounting

DAP, CPMsG, consultant

Acheivement of project Timelines

Percentage of offices covered

Completion of pilot project in two post offices and acceptance of project report

Preparation of asset register of all HPOs to be completed

Preparation of Profit & Loss accounts and balance sheet of all accounting units

Deployment of accrual accounting system in all accounting units

Reports from DAP

Through Accrual accounting management committee, ERP management committee

Circles, PMU, ICAI, GASAB,

4. Modernizat

ion of products

and services

1 Market Research & Develop a range of products and services Conduct surveys for next three years to study the market and customer needs and develop suitable products and services.

Customers, staff

Result of annual survey reports

Acceptance of reports

Annual report of research & survey






Internal monitioring by BD&MD div

Agency engaged

2 Customer Satisfaction Survey ‐ Conduct surveys for next three years to study customer satisfaction

Customers, staff

Result of annual survey reports









Agency engaged

3 Upgradtion of infrastructure to support modernised products and services

CPMsG, customers, staff

Augmentation of existing infrastructure and creation of new infrastructure

Number of units technologically upgraded

50 100 100 100 carry over reports from circles


Circles, CP div,IFW

27



Performance

indicator

Measurement Index



data




4 Development & Implementation of a Corporate Branding plan

CPMsG Number of offices undergoing branding

Number 2000 2500 2500 3000 carry over reports from circles


Circles, CP div,IFW

5 Scientific costing of products and services

Div heads, Consultants, Finance wing

Completion of costing exercise


RFP to be issued

Award of work

Acceptance of study report & Implementation of new costing methodology

Direct monitoring of activities at Dte level

Internal monitoring at Dte level

ICWAI

5. Enhance Professionalism and

specialisation

1 Expansion and Upgradation of Training Infrastructure

Planning Commission, Ministry of Finance ,Postal Circles and DOP HQs DOP&T

Increase in capacity ‐

Number of trainee seats increased

480 400 30% increase in training capacityavaialble at the end of XIth Plan

30% increase in training capacityavaialble at the end of XIth Plan

40% increase in training capacityavaialble at the end of XIth Plan

Compilation of information / data from: Monthly Reports Evaluation Reports Feedback

Periodical Assessment by Training Division at HQs from reports and deliverables.

Planning Commission, Ministry of Finance and Training Institutes of DOP, Postal Circles and DOP HQs, outsourced agencies, DGS&D.

28



Performance

indicator

Measurement Index



data




2 Capacity Building i. Conduct TNA, II. Develop training programs iii. Conduct development programs for specific cadres, specialised trainings for specific jobs, softskill training for forntline staff Iv. Conduct Project related trainings.

Planning Commission, Ministry of Finance Postal Circles and DOP HQs Vendors and Change Management Consultant for Indiapost 2012 Consultant for Mail networking and Optimisation Reputed Institues Employees and Cadres DOP&T

Development and Completion of the identified training programs Development Programs Inservice Programs Specialised Programs Skill Development Programs

Percentage of workforce trained from 12th Plan. ( For 11th Plan the number of staff under each program will be used as per the EFC.)

67340 75500 Coverage of 20% of the staff for training

Coverage of 20% of the staff for training

Coverage of 20% of the staff for training

Through periodical monitoring of each program .

1. Issue a Training Calendar for each Quarter and monitor completion of training ii. Develop Training Evaluation capacity inhouse for identified programs iii. External evaluation so as to cover all major programs in Plan period.

Planning Commission, Ministry of Finance, DOP&T , Reputed Institutes in India and Abroad , Consultants for flagship Projects and Training Institutes of DOP, Postal Circles and DOP HQs , Outsourced Agencies

29



Performance

indicator

Measurement Index



data




3 Research and Development‐ i. To continuously upgrade the training programs by research, study and Training Needs Analysis, ii. Support initiatives like design of new programs, best practices in training and new developments, iii. Conduct Staff satisfaction suvery to ascertain areas for improvement, iv. Introduce eLearning.

Planning Commission, Ministry of Finance (Consultation and approval of EFC), Postal Circles and DOP HQs (For implementation) Customer ‐ Post Forums any other interface for feedback on quality of service and frontline staff. Employees ( for consultation)

Creation of Training R&D Cell Number of new training initiatives developed Number of new programs introducedStaff Satisfaction Survey completed

New programs initiated

Ground work for creation of R&D Cell‐ Approval of EFC

Creation of the Cell

Monitoring activities of the Cell



Through prescribed Monthly Reports Survey Results/Reports

Prescribe Scope and deliverables for the Training R&D Cell Periodical monitoring of R&D activity i.e trainers workshops, Impact assessment studies, HelpDesk, % of new products and services, process changes covered by updation of training.

4 Change Management: i. Stakeholder management for the IT induction project, ii. Communications management, iii. Capacity building, iv. Training management

Consultants, DDG Trg, vendors, PMU personnel, committee members

Acheivement of project SLAs


RFP to be issued

Stakeholder engagements

Capacity building training as per SLA

On going On going Through Survey results/ Reports

As already defined in Indiapost 2012‐ Project Management Unit and Change Management Team.

Project Management Units, Vendors, Change Management consultants

30

Annexure II

Section 5: Linkages with RFD

Objective Strategic Initiative Activity Performance Indicators

Modernise and consolidate the network

Enterprise wide It induction

Implement Indiapost 2012 project. Achieving milestones of Indiapost 2012 project.

• Hardware supply to Departmental Post Offices • Rural ICT Solutions • Post Office banking and PLI • Integrated scalable software solution Setting up of Data

Centre, Disaster Recovery Centre, Network Integration

Modernisation of mail processes through Indiapost 2012

Implement Mail Network Optimisation Project. Achieving the milestones in the Mail Network Optimisation Project.

• Automation of mail processing, Setting up AMPCs

• Mechanisation of business mail delivery.

• Monitoring of Mail Motor vehicles through GPS,

• Develop address databases

• Develop integrated mail and parcel processing facilities- buildings

Provide best in class quality of services

Enhance Quality of services

Expand Project Arrow to more Post Offices. Number of Post Office covered by Project Arrow

31


• Quality services at the Post Offices – improve the look and feel of the post office and its core operations. Expand Project Arrow to more post offices.

Performance of the Post Offices against the KPIs set for the Project.

Sevottam

Selected post offices to be developed to achieve sevottam standards

Obtain Sevottam certification for selected post offices

• Adoptionof UPU quality applications systems for international mail systems

Number of offices

• Setting up of call center Setting up of the call center

Improve Access to services

• Adoption of Modified Franchisee model Number of outlets opened

• Opening of post offices in underserved areas Number of post offices opened

Develop Financial Services

Modernise and expand Financial Services

Post Bank of India

Setting up of Post Bank in India Obtaining of approval and completion of processes for setting up of a PostBank.

Insurance • Increased coverage of insurance of rural population Achievement in number ( of lives insured or new

policies ) • Expansion of coverage of Postal Life Insurance Rural Postal

Life Insurance through Agents. Number of agents appointed

Remittances Creation of separate business unit for remittance services Acheivement of timelines

32


Modernise accounting system Implement Accrual Based Accounting Percentage of offices covered

Grow in existing businesses

Modernise products and services

• Market Research & Develop a range of products and services

Annual Reports of Research

• Customer Satisfaction Survey Annual Reports of survey • Upgradtion of infrastructure to support modernised products

and services Augmentation of existing infrastructure and creation of new infrastructure

• Develop and implement a Corporate Branding Plan Number of post offices undergoing branding

• Scientific Costing of products and services Completion of costing exercise.

Develop professional workforce

Enhance professionalism and

specialisation.

Expansion and upgradation of Training Infrastructure % Increase in capacity for training,

Capacity building initiatives through following training programs Number of programs conducted/staff trained

• Development Programs • Departmental Programs • Specialised Training Programs • Softskill Training • Rural entrepreneur program for Branch Postmaster’s cadre

Research and Development activities for training- Number of new training initiatives developed

TNA, Staff satisfaction survey, development of programs and initiatives and staff satisfaction survey.

Staff Satisfaction Survey report

Change Management initiatives for timely completion of projects.

Change Readiness Survey

33

Annexure III Strategy Process

Activity Date

DoP’s initiative for Strategy Planning

1. Series of workshops held with Members of the Postal Service Board, Senior officers in HQs and Heads of Postal Circles to revamp the Vision, Mission, core values and the long term objectives of the Department.

May 2009 - Jan 2010

Process after the initiation of strategy planning by Performance Management Div

2. Strategic Planning initiative launched by PMD January, 2010 3. An Action Plan prepared and submitted to PMD February 2010 4. The new Vision and Mission was adopted by Postal Services Board 5.3.2010 5. Committee constituted to draw up the Strategic Plan 28.4.2010

i First meeting of the committee held 24.5.2010 ii Inputs collected from Plan implementation Division of the Dte. May- June

2010 iii Interim report submitted to PMD 2.7.2010 iv Second meeting the Committee held to discuss broad directions of the

modes of engaging in stakeholder consultations 12.8.2010

6. Consultations held with M/s Mckinsey & Co., India Post’s consultant for the Mail network Optimisation Flagship project on strategy process

Sept 2010

7. Workshop held in collaboration with the consultants to devise the roadmap

1.10.2010

8. Multi-pronged stakeholder engagement programme initiated i Consultations held by the Chairperson of the Committee with major

service Unions and inputs received October 2010

ii Views of members Post Forums of more than 250 Post offices from all postal circles obtained

October, 2010

iii Consultation held with FICCI, CII and Madras Chamber of Commerce October, 2010 9. Five-day workshop on Strategic Planning organized in IIM Bangalore

for 23 officers drawn Dte and field formations 24 to 30th October 2010

10. Expert opinion obtained from a team headed by Prof Gautam Pingle of Administrative Staff College Hyderabad

7-9 Jan 2011

11. Draft strategy document went through several rounds of vetting by senior officers

Dec 2010 - Jan 2011

12. Interim presentation on the strategy made to PMD 18.1.2011 13. Feedback from general public sought through Departmental website January 2011 14. New Vision, Mission and Objectives formulated as part of the

Strategy Planning process January 2011

15. Draft Startegic plan circulated to Members of Postal Services board 21.02.201116. Revised Vision, Mission and Objectives approved by MOC&IT 03.03.2011 17. Final draft submitted for approval of MoC&IT 07.03.2011

strategic plan – department of posts - india post linkage between strategic plan and rfd annex. ii...

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